Strategic Plan Appraisal
The evolving needs and complexity warrant strategic management in healthcare. Effective strategic management is based on a mindset that incorporates a change in the healthcare sector and its successful management (Huebner & Flessa, 2022). The proposal will include a strategic plan analysis of my healthcare organization (Mass General Brigham). The priorities of the organization and their alignment with its mission and vision will also be analyzed.
Strategic Plan Analysis
The strategic plan analysis comprises the healthcare system of the Mass General Brigham, where I work as a nurse. Different clinics and hospitals serve under this organization. The main focus of the hospital’s strategic plan is improving patient outcomes by enhancing care quality and reducing potential complications in the system. Another priority is to improve the patient experience by optimizing care services. The main components of care service optimization will be a reduction in wait times and making care services accessible at affordable cost. Mass General Brigham is committed to enhancing its workflow efficiency by streamlining processes and resource management. They stress the integration of technology and effective interventions in the organization to foster an innovative culture.
NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
The analysis of Mass General Brigham’s goals and mission informs that these priorities are well-aligned with them. For instance, the mission of the organization is to upgrade care quality and promote patient-centered care services to the population they serve. They also have a vision to prove themselves as a leader in the landscape of healthcare innovation and excellence. The strategic plan’s primacies are clearly in line with the mission and vision as they focus on improving patient outcomes and enhancing patient experience. The improved patient experience reflects the commitment to high-quality, patient-centered care. Healthcare organizations need to improve their workflow efficiency to ensure cost-effective and optimal care survives (Schaknowski, 2023). Overall, the emphasis on integrative and innovative organizational culture aligns perfectly with the mission of the organization.
Validity of Data and Analytical Strategies
Evaluation of different aspects of the organization’s data and analytical sources can estimate their validity. Mass General Brigham used several data sources to secure their Key Performance Indicators (KPIs) for their strategic priorities. One of the data was related to the patient satisfaction score, which provides insights into the patient’s experience (Larson et al., 2019). This data was to be collected using patient surveys and feedback forms. The validity of this process largely hinges upon the transparency of the data collection processes and patients’ engagement. Another data for the KPI setting is the 30-day readmission rate. This data reflects the quality of care services and unnecessary resource utilization (Shaw et al., 2020). Mass General Brigham is likely to collect this data from its dashboard and relate it to the organization’s performance, which underscores its validity. These data reports will also inform the hospital about potential areas of improvement.
NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
Internal performance metrics related to staffing levels, resource utilization, and process efficiency were also leveraged to analyze the organizational performance by setting KPIs. The validity of these indicators depends on the accuracy and reliability of the data collected within the organization. However, the performance related to all of the above-discussed metrics and factors is based on the external regulatory measures and benchmarks that Mass General Brigham used. One of them was regulatory measures by the Centers for Medicare and Medicaid Services (CMS) (HIMSS, 2019). The credibility and reputation of this source support its validity. Overall, the validity of data and analytical strategies is robust and relevant to the organizational priorities. The validity of these sources enhances the objectivity of the assessment. However, the transparency of the data collection process depends on the workforce’s engagement and patient involvement.
Stakeholders, such as the board of directors, employees, patient advocacy groups, external consultants, community partners, patient surveys, regulatory and accrediting bodies, and government agencies, are more likely to be involved in the input to develop priorities. The board’s input will involve high-level priorities and performance insights aligned with the mission and vision of Mass General Brigham. Employee feedback will be incorporated through surveys and interviews, providing insights into their concerns, performance, and contribution to patient care. Another input source is patient advocacy groups, which will be consulted through meetings and will provide information about their experiences and expectations for care services. Patient feedback can also be considered for this purpose, which can be obtained through regular patient surveys and feedback. The data in these sources will identify areas for improvement and can shape patient-centered strategic priorities. The external resources input will be recommendations from regulatory and accreditation standards. The input from these regulatory bodies will ensure that the strategic priorities of Mass General Brigham are well aligned with public health needs as the recommendations of these agencies depend on survey reports, and healthcare needs evaluation. Overall, the organization will use various mechanisms, including interviews, surveys, focus groups, and meetings, to engage stakeholders and gather their input. These regular feedback processes ensure ongoing alignment of strategic priorities with stakeholder needs. When specific stakeholder input is unavailable, hypothetical input can be inferred based on their roles and likely priorities. NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
|Financial||Increase in Mass General Brigham’s profitability. Ensure affordable care to patients||Revenue growth rate of up to 10% of the current revenue.||Research more revenue streams and implement cost control measures using innovative and evidence-based strategies.|
|Customer||Increase in patient experience and satisfaction||An increase in patient satisfaction scores will be measured through patient safety scores and net promoter scores. The target is an increase in patient safety events by 50% of the existing rate.||Implement patient safety interventions prioritizing patient-centered care.|
Implement a comprehensive patient satisfaction feedback system.
|Internal Processes||Streamline organizational processes at Mass General Brigham. Reduce patient wait times.||Measurement of workflow efficiency by monitoring the dashboard and patient feedback.||Integrate technology to streamline the processes and improve patient management, reducing wait time.|
|Learning and Growth||Improve workforce skills and abilities||Staff performance will be monitored, and assessments will be ensured||Implement training strategies for staff. Integrate skill development programs.|
In conclusion, Mass General Brigham’s strategic priorities align with its mission and vision. Various data sources were used for setting KPIs to enrich the strategic priorities by ensuring alignment with stakeholder needs. A balanced scorecard, with quantitative measures and targeted initiatives across financial, customer, internal processes, and learning and growth domains, reflects a well-balanced approach. This enables the organization to provide high-quality, patient-centered care while meeting the evolving healthcare landscape.
HIMSS. (2019, October 24). News | HIMSS. www.himss.org. https://www.himss.org/news/final-cms-interoperability-regulation-what-you-need-know
Huebner, C., & Flessa, S. (2022). Strategic management in healthcare: A call for long-term and systems-thinking in an uncertain system. International Journal of Environmental Research and Public Health, 19(14). https://doi.org/10.3390/ijerph19148617
Larson, E., Sharma, J., Bohren, M. A., & Tunçalp, Ö. (2019). When the patient is the expert: Measuring patient experience and satisfaction with care. Bulletin of the World Health Organization, 97(8), 563–569. https://doi.org/10.2471/blt.18.225201
Schaknowski, B. J. (2023, February 27). Big opportunities to reduce costs and increase efficiency in healthcare operations | HIMSS. Www.himss.org. https://www.himss.org/resources/big-opportunities-reduce-costs-and-increase-efficiency-healthcare-operations
Shaw, J. A., Stiliannoudakis, S., Qaiser, R., Layman, E., Sima, A., & Ali, A. (2020). Thirty-day hospital readmissions: A predictor of higher all-cause mortality for up to two years. Cureus, 12(7). https://doi.org/10.7759/cureus.9308